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©Adobestock: Yurii Maslak

New Time, New Place: EN

Flexibility in the Workplace

Companies offer a variety of remote working models

In the course of the COVID-19 pandemic, the possibility of remote work—where tasks allow it—was greatly expanded. By now, more than three quarters of companies offer at least part of their workforce the option to work from home (Grunau & Wolter 2024) [see Fig. 7]. The pandemic-driven change has become established; remote work is here to stay (Kunze & Hampel, 2025). One in four employees works at least partially from home (ifo Institute, 2025). The option to work remotely (for example, from home) is based on trust on the part of employers: employees can work independently, but they must also ensure an appropriate working environment and atmosphere. Employee participation in occupational health and safety is of particular importance here, as employers must also carry out a risk assessment for remote work—but they cannot control working conditions in the private sphere. The conclusion of the Federal Ministry of Labour and Social Affairs after an intensive policy workshop on “Remote Work” in 2022–2023, however, shows that hybrid work works well where there are company or collectively agreed rules for working from home (BMAS, 2024b).

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Working from home is widespread in companies

(For detailed information, hover your mouse over the bars.)

Source: Grunau & Wolter, 2024

Rethinking Working Time: Benefits for Both Sides

Flexible and individual working time arrangements, which are advantageous for both companies and employees, take two perspectives into account: on the one hand, the flexibility to reliably meet operational needs at all times; on the other hand, they support employees’ temporal flexibility and enable work schedules adapted to life situations, for example allowing for childcare or the care of sick relatives. This is also referred to as “dual flexibility.”

Unternehmen unterstützen die Beschäftigten darin, die Balance halten zu können.

Working Time Needs More Flexibility

Studies show that flexible working time models not only increase the attractiveness of employers (VdU, 2023), but also promote motivation, performance, and both mental and physical health (Rahman et al., 2022). Companies benefit from fewer absences and lower intentions to leave (Shifrin et al., 2020; Berkery et al., 2017). A shift from daily to weekly working time could create a win-win situation: Particularly young people, employees aged 36 to 50, and those with caregiving responsibilities desire more flexibility—the latter would even be willing to accept a reduction in pay for it (Weßler-Poßberg et al., 2024) . The Bertelsmann Foundation (2021) confirms this need: men and women with caregiving responsibilities desire more autonomy and a more flexible distribution of daily working time (Jansen et al., 2024). Employers could facilitate part-time employees’ return to full-time work through a more flexible weekly structure. The weekly maximum working time would be a key lever for work-life balance, attracting and retaining staff, family-friendliness, and equal opportunities—especially for women with care obligations. The greatest obstacle so far to more flexible working time arrangements is the existing Working Time Act (VdU, 2023). Employees would even be willing to increase their working hours if they could arrange their working time more flexibly (IW, 2025b). The implementation of flexible working time must align with operational requirements and company framework conditions. Trust-based working time can provide a good solution for this: The employee determines the timing of their working time independently and is personally responsible for ensuring compliance with the limits set by the [German] Working Time Act. Part of the concept includes an exemption from the obligation to record working hours.

Framework Conditions as a Basis for Flexible Work

Flexible work benefits from clearly communicated framework conditions, trust, and agreements—on the part of both companies and employees (BAuA, 2023). Many companies already provide clear rules and structures, such as company agreements on home office: by 2023, 55 % already had them in place (Grunau & Wolter, 2024). Among employees who use the internet, as many as 89 % report corresponding regulations (Schlude et al., 2023). Recommendations for good design of remote and hybrid work, supported or co-developed by employers, can be found, for example, from the BMAS or the “Mitdenken” 4.0 project of the Administrative Professional Association (VBG)—more on this in the further information.

Employees’ Competencies and Responsibilities

Whether flexibility succeeds depends largely on the employees. They must participate actively and possess the skills to organise their work—such as effectively allocating time and tasks (Dettmers & Clauß, 2017) but also for organising their working environment. This includes knowledge of ergonomic working practices and taking breaks. Employers should promote these skills where necessary, while employees must act responsibly. Greater autonomy requires more self-management—which not everyone is equally suited to (Dettmers & Clauß, 2017). Not every task or individual is suitable for flexible work—the appropriate solution must be found within the company.

Flexible Working Time with a Clear Framework

The possibility to make working time more flexible, including extending or shortening rest periods, does not mean that the weekly maximum working time is increased. Weekly working time still relies on employment or collective agreements and remains unaffected by any legal changes—but the distribution of working hours could be arranged with greater flexibility than before.

We demand:

Better Framework Conditions for Flexibility in Companies

Flexible work requires trust, openness to new approaches, and appropriate legal as well as company regulations. Its potential has not yet been fully realised—and in some areas, legal adjustments are needed. Political decisions on what is appropriate must be made together with social partners. Employee responsibility and skills in shaping their work continue to gain importance. The more flexibly we work, the more important it becomes to manage our own health mindfully.

 

Remote Work Needs Room for Flexibility

Remote work is well established and works effectively when collective bargaining partners and companies can develop their own solutions. Too rigid legal requirements—such as some EU occupational safety directives—could complicate practice if they impose unrealistic demands (e.g., regarding workplace equipment). Successful remote work requires flexible, practical, and preferably exclusively internal company regulations. Our position paper is available [in German] here.

Boldly Implement Flexible Working Time

The coalition treaty foresees replacing the daily maximum working time with a weekly regulation—in line with the EU directive. Rest periods should also be reconsidered to make flexible working time truly feasible. Those who work in the evening should not have to wait until late the following morning to start again. Our position on this is available [in German] here.

Further information: